Collaboration and communication are two things which are close to my heart and agriculture and food supply chains – as perhaps many other industries –is littered with missed opportunities, where personal agendas, history, ego’s, misinterpretation, lack of vision have meant opportunities have been missed or progress has been slower than it could have been. 

So, what’s the current context? Is globalisation now in reverse, have we entered a period of climate-flation, what of culture wars and the growth of transformational technologies – all of these are creating a less predictable operating environment influencing each other and creating uncertainty on where to focus. 

So, let’s strip it back. Everyone needs to eat, so we will always have a market. The question is how we deliver to this market sustainably and profitably, how we influence growth and how we develop resilience for longevity. 

There are headwinds, some of which I have touched upon earlier. As in time immemorial the consumer carries our future. If they don’t want our product, for whatever reason, then we no longer have a future. The pressure for convenience and value is as strong as ever. However, the model is no longer as simple as convenience and value. There is a continuous development of consumer awareness on health, food choices, diets, scares, fads driven by many platforms which make the consumer more informed than ever before. This is creating pressure up and down the supply chain. At farm level we have to demonstrate we can produce a safe, healthy product, whilst looking after animal welfare, controlling pollution, enhancing biodiversity and habitats and reducing our carbon footprint. This in the face of increasing climate impacts – the challenge of developing resilient businesses is significant. 

But I believe these challenges are for whole supply chains to own and solve, no-one in the supply chain can do it alone – no matter how big the organisation. It reminds me of a time I was sitting around a table with the drinks supply chain – heads of sustainability for a global drinks business, a major retailer, global seed, agchems and crop nutrition, a large grain processor – we had just walked around a research farm focussed upon sustainable farming practices and had reconvened and the simple question was asked ”ok so where do we go from here” . There was silence – everyone grappling with their position, their agendas, their models to create value within their own businesses. 

I believe we have moved on, but the barrage of macro challenges that have hit supply chains has made this a very bumpy road. 

This sets the scene for the premise that Regenerative Agriculture could help address many of the challenges faced by the food system. 

Standing in the press tent at this year’s Groundswell, a regen agricultural event in the UK watching mainstream journalists mingle with documentary makers, policy influencers and trade press, it struck me that regenerative agriculture has genuinely captured attention beyond farming’s traditional boundaries. It has also achieved something the agricultural sector has long struggled with, real consumer buy-in. 

There were 10,000 attendees over the two days, numbers that have grown consistently since Groundswell’s inception in 2016. Prince William was there, discussing regenerative agriculture’s role in tackling society’s biggest challenges, while heavyweight retail figures and policy influencers like Henry Dimbleby rubbed shoulders with ministers, ex-ministers, regen evangelists, and the curious from all corners of the world. While the event is attracting an ever more diverse attendance year upon year, the question is, how do we capitalise on this momentum without losing what makes the movement so powerful? 

The grassroots advantage 

The beauty of regenerative agriculture lies in its diversity and accessibility. It’s not a rigid prescription that pigeonholes farmers into uncomfortable boxes. It’s a grassroots movement that allows engagement at multiple levels from light-touch adoption to complete immersion. Most farmers are already practicing some elements of regenerative agriculture, whether they realise it or not. 

Regen agriculture isn’t new or revolutionary. It’s a blending of traditional methods of working with the land with cutting-edge technology. AI, robotics, and sensor technology are being combined with age-old understanding of natural rhythms increasing insights in soil health and natural systems. And the results are potentially hugely transformative. 

Though here’s where it gets challenging. The success of the regenerative movement creates both an opportunity and a responsibility. The cut-through to consumers is exactly what the industry has been crying out for. However, if we are really going to capitalise on this momentum, there needs to be genuine collaboration across the supply chain. 

We were fortunate to win a slot on stage for the AIC (Agricultural Industries Confederation) where we asked the question, does the agri-input supply chain, which has been integral to past huge productivity gains, have a role in regenerative agriculture’s future? 

My answer is unequivocally yes. The regenerative movement would be foolish to dismiss the research, knowledge, and understanding that major corporations have in their DNA. But this requires a fundamental shift in how supply chains operate. We need to move beyond commercial silos and start working together to address challenges that are simply too big for any single organisation to solve alone. 

What makes this possible now is the convergence of old wisdom and new capability. Traditional understanding of soil health is being enhanced by sensor technology that allows for precision intervention. Robotics enables far lighter touches in livestock and crop management. AI processes vast quantities of data from both new and traditional sources, creating baselines that can demonstrate improvement over time to underpin change and give confidence in new practices. 

This data-driven approach is crucial because it provides the evidence base that supply chains need to justify collaboration. When you can demonstrate measurable progress and show that new ways of working deliver benefits across the entire supply chain, the business case for change becomes compelling. 

The irony is that these new technologies, combined with traditional methods, are now producing more data than ever before. But data without interpretation and more importantly without collaboration is just noise. We need that information to flow through supply chains, informing decision-making at every level, finally leveraging the power of this insight. 

The reality check 

But we need to be honest about the challenges. Persuading competing businesses to collaborate isn’t easy. The biggest organisations are used to solving problems independently because they have the financial resources and market power to go it alone. Nevertheless, climate change, soil health, biodiversity loss, and water quality amongst other issues are bigger than any single company, no matter how large. 

The recent extreme weather in the UK provides a stark reminder of why this matters. When a local farmer to me in Gloucestershire harvests 70 big bales from land that produced 270 last year, it’s not just his problem. It ripples through the entire supply chain, affecting everyone from input suppliers to retailers and consumers. 

These aren’t problems that can be solved by individual businesses digging in their heels and denying the issues exist. They require the kind of collaboration we see between governments that are grappling with global issues. There’s pain in change, but there’s also a clear path forward if we’re willing to engage. 

The brand challenge and path forward  

If we accept the premise that regen agriculture can be transformational, perhaps the most delicate challenge is how we build “brand regen” without destroying its essence. The consumer interest is there, and the platform exists. But how do we leverage this momentum commercially without being accused of greenwashing or losing the authentic, actions for good which gives regenerative agriculture its power? There were a number of voices at this year’s Groundswell event that bemoaned the presence of “suits” and supply chain representatives, so the challenge is clear from within as well as externally. 

This needs to be handled with care. Overt commercialisation risks undermining the very qualities that make regenerative agriculture compelling to consumers. We need marketing and branding approaches that support and amplify the movement, without appropriating its principles or reframing them to suit narrow agendas. 

We’ve seen some examples in recent times – where good intentions have driven unintended consequences. 

Bovaer scientifically proven to cut methane emissions from livestock– but despite complying with all regulatory approvals there was huge consumer backlash, mostly triggered by misinformation, but the reputational damage was extensive. 

The Green Tractor Scheme in the UK focussing on sustainability and adapted by Red Tractor for its greener farms’ commitment, very worthy and well intentioned– but huge backlash from producers who felt they were being forced to change with no demonstrable returns.  Again, significant reputational damage that has had wider consequences. 

Could we have predicted these issues, maybe, maybe not. But the answer should lie in industry-wide collaboration to build regenerative agriculture’s profile – providing consumers with evidence and confidence that supply chains are demonstrably changing. Not individual companies promoting their own version, but collective investment in showcasing the movement’s genuine benefits. 

Beyond commercial considerations, as extreme weather events become more frequent and environmental challenges more pressing, we’re moving into territory where decisions become morally driven, not just commercially motivated – from a brand perspective this talks to purpose which relies on authenticity and shared values – which are a powerful mix if delivered. The regenerative movement hints at a sweet spot, but only if we’re willing to collaborate rather than compete on the big issues. 

The regenerative agriculture movement has achieved something remarkable. It’s created genuine consumer interest in farming practices while maintaining credibility with practitioners. The challenge now is to build on this foundation without undermining what makes it special. This means supply chains need to collaborate in ways they’ve never done before. Risk and reward need to be shared more equitably. The biggest organisations need to accept that some challenges require collective solutions. Therefore, we need policy frameworks that encourage collaboration without stifling innovation. 

The grassroots nature of regenerative agriculture and the fact that it’s evolved organically without heavy-handed policy direction shows us the way forward. We need to nurture this movement within our supply chains, potentially dismantling elements of existing structures to create robust and resilient business at every step. 

It’s not easy work. Even so, when the alternative is continuing with systems that have plateaued in productivity while creating unintended consequences for nature, air, and water quality, the choice seems clear. 

An example of success involving one of our clients, Yara fertilisers, demonstrates what can be achieved when whole supply chains collaborate. To tackle scope 3 objectives growers, alongside Pepsico, Simpsons Malt and Branston have sort to reduce carbon emissions using low carbon fertilisers alongside data to drive nutrient use efficiency. Whilst maintaining or improving yields farmers have seen reductions in their carbon footprint of 52%, whilst the marketeers have been able to deliver evidenced sustainability to consumers. 

So, the world of marketing is getting ever more sophisticated, and we need to use this to understand not only our consumers better but each other – use this knowledge to break down barriers, build trust and create resilient supply chains. The regenerative agriculture movement has given us the platform and the consumer interest. The question now is whether we’re ready to rise to the challenge of collaboration that could transform not just farming, but our entire food system. 

After all, we all need to eat. Strengthening the collaboration and communication across our supply chains isn’t just good business, it’s essential for shaping a sustainable future.